Reshoring & FDI Practice
Stand up American operations on time and at scale.
When a company commits capital to a new U.S. site, the schedule is set long before the first hire. We advise reshoring and foreign direct investment teams on workforce strategy, then deliver the people who keep the ramp on plan.
Speak with our teamWhy this practice exists
For large-scale buildouts, workforce is a schedule risk, not a recruiting workstream.
Semiconductor fabs, biomanufacturing campuses, and data centers are being announced into labor markets that were not built around them. The risk is in knowing whether the region can support the plan, what pay actually moves talent, which skills are scarce, and where early turnover could threaten the schedule.
Our reshoring practice is consultative before it is transactional. Before hiring begins, we map the market, pressure-test role requirements, and set the compensation and sourcing strategy. During ramp, we run hiring as an operating system, with clear ownership, pipeline coverage, and delivery metrics tied to the project timeline.
We build workforce planning into project execution, so labor risk is managed before it becomes a schedule problem.
How we engage
A workforce operating model to support your firm's mission.
We help clients turn workforce assumptions into an executable plan. From market validation through ramp hiring and early-tenure retention, our work mitigates critical labor risks.
Labor-market diligence
Before a ramp plan is locked, we pressure-test the labor market the way an investor pressure-tests a deal. Most greenfield sites enter markets where every qualified hire already works for someone else.
What we deliver
- Talent Supply and Demand Mapping
- Competitor Employer Census
- Compensation Strategy That Moves Candidates
- Role-Family and Shift Modeling
Sourcing architecture
One channel is a single point of failure. We design and run parallel channels that feed a single intake, so no local tightening can stall the ramp.
What we deliver
- University and Co-op Pipelines
- Experienced Hires from Adjacent Industries
- Reskill and Upskill Program Design
- National Relocation Campaigns
- Government and Workforce-Board Programs
Phase-gated delivery
Hiring is delivered in gated phases: prove the engine on the first cohort, then scale. Every gate is a decision point where the client can expand, hold, or exit.
What we deliver
- Embedded Recruiting Pod on the Ground
- Weekly Candidate Slates Against Quota
- KPI Scorecards: Time-to-Fill, Acceptance, Retention
- Quarterly Phase-Gate Reviews
Incentives and partnerships
Federal and state programs can fund a meaningful share of workforce build-out, if someone knows how to put them to work. We map the programs and broker the partnerships.
What we deliver
- State and Federal Workforce Funding
- Registered Apprenticeship Programs
- University Curriculum Partnerships
- Economic Development Coordination
The engagement model
Gated phases. Exit rights at every boundary.
Large workforce commitments should not require large leaps of faith. Engagements are structured so the client never carries more risk than the next phase.
First phase
Prove
A first cohort of hires validates the engine: sourcing yield, time-to-fill, offer acceptance, and early retention, measured against contractual targets.
Second phase
Scale
Main hiring volume across shifts and role families, with the channel mix rebalanced against what the proof phase actually showed.
Final phase
Sustain
Specialty roles, redundancy against attrition, and a documented handoff so the capability stays with the client after we step back.
Governance runs through the engagement: an embedded recruiting pod on site, weekly slate reporting, monthly KPI readouts, and a joint steering committee at the executive level.
Discuss a ramp plan